0%
0%
5%
5%
SUMMARY OF FINANCE AND RESOURCING
18%
18%
34%
34%
30%
30%
Nework expenditures
Nework expenditures
Sources of income Global Network
Sources of income Global Network
10%
10%
Blue Lifelines
Blue Lifelines
across five streams of work
across five streams of work
Coasts & Delta’s
Affiliated non-profit org
Affiliated n n-profit org
Coasts & Delta’s
Healthy Wetland Nature
Corporate
Corporate
Healthy Wetland Nature
21%
21%
61%
61%
21%
21%
Government institution
Gov r ment institution
Peatland Treasures
Peatland Tr asures
Wate Stores
Non-Profit organisation
N n-Profit organisation
Water Stores
This section provides a summary of Wetlands International’s finance and resourcing in 2019. A detailed version can be found in section 1 and 2 (annual accounts) and section 3.1 of the Annex. Wetlands International focusses its work where wetlands matter most to both people and nature. Our programmes and initiatives are developed to meet our strategic goals which are set out in our strategic intent and are organised into five streams, namely Healthy Wetland Nature, Blue Lifelines in the Desert, Water Stores from Mountains to Sea, Peatland Treasures, Vibrant Coasts and Deltas (see section 3.1 of the Annex for details of where we work with these streams). Our programmes are increasingly large-scale and long-term, involving transboundary and transcontinental work with involvement of several offices. The offices of the network (global and local) work together for resource development, with network offices increasingly being financed directly by donors.
Increased resource development by network offices Until 2016, network offices raised 25% or less of our pro - ject income. In 2019 this increased towards 42% and we expect the increase of the network to continue in 2020 and beyond. This development allows us to bring management and donor coordination close to the action and impact, while the global office provides support where required.
Projects that are managed through the global office, are mostly implemented by our network offices and members, affiliated scientific institutions, partners and experts. A significant number of these projects are subcontracted to these offices and affiliates.
TOTAL PROJECT INCOME NETWORK AND GLOBAL OFF ICE ( FOUNDAT ION)
10 12 14 16 18
Resourcing the Global Organisation The main source of income of Wetlands International for 2019 came from project funding. The total Wetlands International global network project income is based on the information obtained from the network and estimates made. The total network project income of 2019 amounted to € 14 million (see section 3.1, Annex).
Our funding model to leverage investment Our funding model revolves around leveraging greater in- vestment using small initial flexible funds to bring together actors and develop pilot projects. Using very little flexible funds, we are able to bring actors together and develop small pilot projects, which in turn leverage larger pro- grammes supported by finances of partners and additional donors. Our programme results allow us to leverage larger scale public and private sector investment in wetlands.
0 2 4 6 8
Our sources of income and expenditures across the sectors
Tota l
The private sector contributed 5%, government 61% (32% Dutch government, 15% German government and 14% other governments). Trusts, foundations and NGOs account for 34% of our donor income. The list of projects 2019 (paragraph 3.1, Annex) gives an overview of all pro- jects implemented throughout the year, with details on the amounts funded, the project period, the donor name and types, which of the five streams of our strategic intent the project contributes to, as well as the Wetlands International offices that participated in project implementation.
Globa l Office
Considerations looking ahead At this moment, as we navigate our way through the COV- ID-19 pandemic, we are aware of additional constraints on government and philanthropic budgets, as well as new opportunities for our organisation to be resourced, in the frame of green recovery. In the process of forecasting for 2020 and 2021, the Management Team will take measures as needed to reduce organisational costs, without dimin- ishing our capability to grow. By establishing and working through strategic partnerships linked to big ambitions, we are experiencing good results from combining efforts with partners to secure resources through joint fund-rais- ing. This approach is enabling a targeted, long-term and multi-region perspective for programme development. But while the organisation is highly reliant on project fi -
nance, it remains vulnerable to shifts and stresses caused by changes in the donor landscape. The Global Office also experiences limits to our capacity to deliver global services to the network offices, including for example on advocacy and communications and back-stopping the delivery of complex programmes. Therefore, we are actively exploring ways to build and sustain a flexible finance fund that can support developmental activities and enable the organisa- tion as a whole to adapt to changing circumstances. We are also increasing efforts to enhance our member and sup - porter base and exploring mechanisms which will improve the financial resiliency of the network of offices as a whole, through collaboration over fund-raising and sharing the costs of providing global services.
Further Investments
Our sources of income and expenditures across the five streams
Our Programmes
Across our five streams, Blue Lifelines accounted for the greatest portion of our income at 30%, Healthy Wetland Nature made up 21%; Water Stores accounted for 18%, with Deltas and Coasts at 21% and Peatland Treasures con- tributing 10% of our income.
Flexible funds
90
91
Wetlands Annual Review 2019
Wetlands Annual Review 2019
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